The theory of practicing values may provide valuable insight into the role of organizational values in sport organizations. This is particularly relevant in the nonprofit sport sector where managers operate with limited budgets and organizations may subscribe to specific ethical-social values related to organizational performance. The purpose of this study was to explore the influence of organizational values on the performance of nonprofit sport organizations and the possible mediating effect of employing a management-by-values approach. Online questionnaires were collected from 24 national sport organizations, with a total sample of 103 participants. Results indicate management by values fully mediates the influence of ethical-social organizational values on organizational performance. These results are explained using the theory of practicing values, which emphasizes the need to intentionally manage values within sport organizations. Implications for research and practice are presented.
Shannon Kerwin, Joanne MacLean and Dina Bell-Laroche
Dina Bell-Laroche, Joanne MacLean, Lucie Thibault and Richard Wolfe
This study examined sport leaders’ perceptions of the use of stated values in the management and performance of their organization. Qualitative data were collected from nine Canadian national sport organizations (NSOs) in a multiple-case studies design, involving analysis of interview transcripts. Results indicated that while many of the NSOs operated from a traditional management by objectives approach, they perceived management by values (MBV) as being important and contributing to enhanced organizational performance. Leaders indicated that more efforts to engage staff members in developing core organizational values and to strategically use values in day-to-day management practice were required. A 4-I Framework describing how an NSO can progress through different stages of strategically using values in management practice was developed. NSO leaders also voiced an interest in embedding organizational values into NSO strategic and other planning processes.
Johanna Adriaanse and Toni Schofield
A common intervention to address women’s underrepresentation in governance has been the introduction of gender quotas. This study examined the impact of gender quotas on gender equality in governance among boards of National Sport Organizations (NSOs) in Australia. Central to the study was the theoretical concept of a gender regime. Part of a larger study, the research design comprised a comparative case study of five NSOs with data collected mainly through semistructured interviews with directors and CEOs. The findings suggest that a quota of a minimum of three women was a first condition to advance gender equality in governance. It needed to operate, however, in conjunction with other gender dynamics to move toward equal participation by men and women in board decision making. These included women in influential board positions, solidaristic emotional relations between men and women directors, and directors’ adoption of gender equality as an organizational value.
Spencer Riehl, Ryan Snelgrove and Jonathon Edwards
as the mechanisms of resistance. Drivers of Action Ontario Minor Hockey Association study participants identified a switch to cross-ice play as worthy of consideration as it had the ability to fulfill organizational values and helped improve organizational outcomes. Fulfilling organization values
Frederik Ehlen, Jess C. Dixon and Todd M. Loughead
to be, what ought not to be, what is right, or what is wrong. Values are relatively enduring traits that influence our thoughts, feelings, and actions” (p. 108). Organizational values work in tandem with a strong core purpose or vision by providing the guiding principles of what is important ( Kaplan
Gashaw Abeza, David Finch, Norm O’Reilly, Eric MacIntosh and John Nadeau
’s relationships with stakeholders are critical yet intangible dimensions of organizational value ( Harrison, Bosse, & Phillips, 2010 ; Morgan & Hunt, 1994 ). However, rarely are intangible assets, such as relationships, of value in isolation; instead, they represent potential value. Rather, these intangible
Cole G. Armstrong, Theodore M. Butryn, Vernon L. Andrews and Matthew A. Masucci
prove divisive. Group 4—Linking CSR With Organizational Values One of the first issues that emerged during the roundtable discussion was the reconciliation of the “corporate values” of an organization with the decision to support a particular social cause. Several of the participants, for instance
Liz Wanless and Jeffrey L. Stinson
human resource management ( Akingbola, 2013 ; Merlot & Cieri, 2012 ) and a method to evaluate nonprofit organizational value systems ( Helmig et al., 2015 ). In each of these studies, internal mechanisms were instrumental to performance outcomes. In the quantitative studies, internal variables reached
Leslie K. Larsen and Christopher J. Clayton
. At the organizational level, hiring practices, job descriptions, and organizational values can all impede the promotion of women in coaching ( LaVoi & Dutove, 2012 ). For example, when organizations fail to support work and family balance for women coaches, women stay in coaching positions for
Lynley Ingerson and Michael L. Naraine
ignored the organizational values espoused in its strategic plan. There were very few enterprises he had worked with that were not genuinely creating a diverse workforce. For some organizations, it was to keep in line with ethical standards or diversity laws, but for more proactive entities, it was the